Ferrero SpA

Ferrero SpA

Company Profile

RankScore
Overall 14 1.8
Obesity 15 1.8
Undernutrition 14
A Governance (12.5%)
4.0
B Products (25%)
0.8
C Accessibility (20%)
0.0
D Marketing (20%)
3.4
E Lifestyles (2.5%)
2.3
F Labeling (15%)
1.1
G Engagement (5%)
3.3
Highest score among rated companies
The percentages in parentheses indicate the weight assigned to each Category
Headquarters
Italy
Market capitalization
Privately Owned
# of employees
21,500 as of December 2011
Revenues
USD 9.02bn (EUR 7.2bn)
Reported product categories
Bakery products, sugar, confectionary, chocolate, chocolate spreads, beverages
Reported revenues by geography
Europe 82%, North America 5%, Central and South America 5%, Asia 4%, Africa and Middle East 3%, Australia 1%

Assessment Results

  • Governance

    Overall scores
    Rank 13
    Score4
    Scores per criterion
    Criterion Absolute score Weighted score
    Strategy 0.00000 0
    Management 5.62500 1.875
    Reporting 6.25000 2.0833333333333
    Average scores
    Lowest 0.00000
    Average 3.9139016
    Highest 9.25595
  • Products

    Overall scores
    Rank 16
    Score0.8
    Scores per criterion
    Criterion Absolute score Weighted score
    Formulation 1.58548 0.79274
    Profiling 0.00000 0
    Average scores
    Lowest 0.00000
    Average 2.4933984
    Highest 7.69097
  • Accessibility

    Overall scores
    Rank 9
    Score0
    Scores per criterion
    Criterion Absolute score Weighted score
    Pricing 0.00000 0
    Distribution 0.00000 0
    Average scores
    Lowest 0.00000
    Average 1.1661608
    Highest 7.70833
  • Marketing

    Overall scores
    Rank 8
    Score3.4
    Scores per criterion
    Criterion Absolute score Weighted score
    Policy (general) 9.16667 1.5277783333333
    Compliance (general) 0.00000 0
    Spending (general) 0.00000 0
    Policy (children) 6.75000 1.125
    Compliance (children) 4.16667 0.694445
    Spending (children) 0.41667 0.069445
    Average scores
    Lowest 0.00000
    Average 2.3429028
    Highest 5.16902
  • Lifestyles

    Overall scores
    Rank 17
    Score2.3
    Scores per criterion
    Criterion Absolute score Weighted score
    Employees 1.25000 0.625
    Consumers 3.43750 1.71875
    Average scores
    Lowest 0.00000
    Average 3.1600008
    Highest 8.41667
  • Labeling

    Overall scores
    Rank 11
    Score1.1
    Scores per criterion
    Criterion Absolute score Weighted score
    Facts 2.18750 1.09375
    Claims 0.00000 0
    Average scores
    Lowest 0.00000
    Average 1.1705352
    Highest 4.10714
  • Engagement

    Overall scores
    Rank 12
    Score3.3
    Scores per criterion
    Criterion Absolute score Weighted score
    Policymakers 3.33333 1.666665
    Stakeholders 3.3333 1.66665
    Average scores
    Lowest 0.00000
    Average 3.2874992
    Highest 7.08333
Areas of Strength
  • Ferrero’s annual sustainability report covers its global nutrition-related initiatives and is subject to external verification, which is a leading practice.
  • Ferrero is one of a handful of companies assessed by ATNI to follow the International Chambers of Commerce’s Framework for Responsible Food and Beverage Marketing Communications with respect to its marketing to all audiences.
  • The company is committed to providing comprehensive front- and back-of-pack labeling globally.
Areas for Improvement
  • Fererro should extend its policy on marketing to children beyond the commitments made through its support of the industry-led marketing pledge to which it adheres. Stronger commitments should be made relating to, among other things, extending its coverage to all media, not advertising any of its products to children under 6, and extending the scope of application to include areas in and near secondary schools and places where children gather.
  • The company could strengthen its approach to consumer education by providing greater information on its role in the programs it supports and by commissioning and publishing independent evaluations of the outcomes generated by those programs.
  • Ferrero’s health and wellness initiatives for its employees are limited in scope and scale and could be extended to increase its contribution to improving its employees’ health.
  • Enhanced reporting on lobbying and advocacy practices, as well as greater detail about the results of its stakeholder engagement, would allow stakeholders to better track the company’s nutrition-related activities.

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